As companies grow, they need to organize and manage an increasingly wide array of special projects. Over time, they have accomplished this by setting up Project Management Offices (PMOs) and charging them with making sure projects are successful in driving improvements and implementing change within the organization. Today, PMOs are commonplace at all levels of the enterprise. But, as the pace of change continues to accelerate, some struggle to keep up.
- See more at: http://isg-one.com/related-case-studies-detail/how-does-the-project-management-office-keep-up#sthash.QI8rkXSV.dpuf
The document discusses why many Project Management Offices (PMOs) fail within their first three years. It states that 50% of PMOs fail during this time period, and only 33% reach their full potential to deliver value. Common reasons for failure include a focus on compliance over value, a lack of measures to demonstrate the PMO's impact, and a failure to evolve with changing business needs over time. The document outlines how PMOs should align with, manage, and operate projects at the enterprise, departmental, and project levels. It stresses the importance of PMOs adapting to organizational changes to remain relevant and continue delivering value.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
The document discusses building effective project management offices (PMOs). It provides examples of different PMO structures that were successful on various projects. These include a "hub and spoke" model for a global IT rollout with central and local PMO teams, a "physical and virtual" team model combining core and specialist resources, and an "internal consultancy" model using peer reviews. The document also outlines Maven's approach to defining current support levels, understanding requirements, devising a new PMO model, and implementing it in a way that builds on existing structures and meets the specific needs of each organization.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
This document discusses strategies for project management offices (PMOs) to remain financially viable and demonstrate their value. It outlines two common problem scenarios that PMOs face: 1) being formed only to solve a short-term problem, and 2) being formed primarily for compliance purposes without executive support. For each scenario, it provides strategies for the PMO to justify its continued existence, such as taking on big problems, leaving behind process improvements, and showing compliance is faster and cheaper through the PMO. The document also discusses metrics like on-time and on-budget performance that can demonstrate a PMO's value over time.
This document provides 10 helpful hints for planning and executing a successful training program for an ERP implementation project. The hints include: kicking off training at project launch; coordinating efforts between change management, training, and communications teams; basing the training team on client SMEs; hiring experienced training leads and augmenting with motivation; maximizing use of accelerated documentation tools; reducing review cycle times; understanding full lifecycle training needs and costs; investing in customized content; gaining midlevel management buy-in; and preparing end users for training delivery. Following these hints can help avoid common pitfalls and ensure the training program is effective in readying the organization for the ERP transition.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
The document discusses why many Project Management Offices (PMOs) fail within their first three years. It states that 50% of PMOs fail during this time period, and only 33% reach their full potential to deliver value. Common reasons for failure include a focus on compliance over value, a lack of measures to demonstrate the PMO's impact, and a failure to evolve with changing business needs over time. The document outlines how PMOs should align with, manage, and operate projects at the enterprise, departmental, and project levels. It stresses the importance of PMOs adapting to organizational changes to remain relevant and continue delivering value.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
The document discusses building effective project management offices (PMOs). It provides examples of different PMO structures that were successful on various projects. These include a "hub and spoke" model for a global IT rollout with central and local PMO teams, a "physical and virtual" team model combining core and specialist resources, and an "internal consultancy" model using peer reviews. The document also outlines Maven's approach to defining current support levels, understanding requirements, devising a new PMO model, and implementing it in a way that builds on existing structures and meets the specific needs of each organization.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
This document discusses strategies for project management offices (PMOs) to remain financially viable and demonstrate their value. It outlines two common problem scenarios that PMOs face: 1) being formed only to solve a short-term problem, and 2) being formed primarily for compliance purposes without executive support. For each scenario, it provides strategies for the PMO to justify its continued existence, such as taking on big problems, leaving behind process improvements, and showing compliance is faster and cheaper through the PMO. The document also discusses metrics like on-time and on-budget performance that can demonstrate a PMO's value over time.
This document provides 10 helpful hints for planning and executing a successful training program for an ERP implementation project. The hints include: kicking off training at project launch; coordinating efforts between change management, training, and communications teams; basing the training team on client SMEs; hiring experienced training leads and augmenting with motivation; maximizing use of accelerated documentation tools; reducing review cycle times; understanding full lifecycle training needs and costs; investing in customized content; gaining midlevel management buy-in; and preparing end users for training delivery. Following these hints can help avoid common pitfalls and ensure the training program is effective in readying the organization for the ERP transition.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
A study found that most companies inadequately manage the process of developing presentations, diverting employees' time from core responsibilities. Only 3% of reviewed companies had dedicated design teams, while 95% left formatting to employees. Over a third of employees spent up to 10% of their time on formatting rather than main jobs. Common solutions are dedicated design teams, outsourcing, or automation software, but each has drawbacks. The inefficient processes increase presentation costs and reduce company performance.
This document discusses factors that affect the performance of new product development teams, including team size, composition, structure, administration, and leadership. It describes four types of team structures - functional, lightweight, heavyweight, and autonomous - and explains how they differ in terms of cross-functional coordination, commitment to the project, and appropriateness for different types of projects. Effective team leadership and establishing clear goals and responsibilities through a project charter are also highlighted as important for team performance.
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
Change Management for ERP implementations - 101Luc Galoppin
Learning
Stream
Communica6ons
Stream
Performance
Stream
1. The document discusses organizational change and ERP projects, covering topics like managing resistance to change, predicting resistance, and approaches to change management.
2. It describes four "workstreams" for managing organizational change: communication, learning, organization, and performance. The communication stream involves managing expectations, the learning stream upgrades skills/knowledge, the organization stream defines new roles/responsibilities, and the performance stream translates strategies into new ways of working.
3. Models and approaches to change management are presented, including the change cycle, ingredients for successful change, common illusions about
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The Virtual PMOTM provides a concise template to introduce project management best practices and demonstrate immediate value. The template condenses key processes from the PMBOK Guide into a simple format that includes plans for communication, quality management, resources, scheduling and risk. It is designed for organizations at lower levels of project management maturity to help generate an "aha moment" about potential efficiencies. The template can also serve as a training tool while offering structure and accountability similar to a formal PMO. It is customizable depending on an organization's needs while focusing on initiation, planning and closing process groups for quick impact.
[Whitepaper] The 8 Most Critical Levers to Managing and Sustaining ChangeFlevy.com Best Practices
More information: https://flevy.com/browse/flevypro/8-levers-to-change-management-3847
Change Management necessitates engaging and rallying people at all levels in the organization transition to a desired future. It is critical to ensure that the entire workforce is eager and ready to embrace the required new behaviors. More often than not, the technical side of a Change initiative is well planned, but it's the implementation part that fails—particularly, changing the mindsets and behaviors of the entire workforce to enable Change to stick.
Change Management needs to focus on the "people side" of Transformation, by assisting people to incorporate new mindsets, processes, policies, practices, and behaviors. This deck highlights the 8 levers that are critical to make the workforce accept and support Change:
1. Defining the Change
2. Creating a Shared Need
3. Developing a Shared Vision
4. Leading the Change
5. Engaging and Mobilizing Stakeholders
6. Creating Accountability
7. Aligning Systems and Structures
8. Sustaining the Change
The slide deck also includes some slide templates for you to use in your own business presentations.
Project management helps achieve efficiencies, gain reputation, and increase revenue by delivering value to the business through higher success on project goals and objectives, which improves morale in the team and leads to wider stakeholder satisfaction.
Webinar by Eileen Roden and Simon George of the APM PMO SIG
Do you know the competences required to be successful in your current and future PMO roles?
The new APM Competence Framework helps organisations and individuals to develop career paths and development plans for those working within projects, programmes and portfolios.
The recently revised and updated framework now contains role profiles for four key PMO roles. This webinar introduces you to some elements of these role profiles and look at how, as part of the APM Competence Framework, they can help you and your organisation in various types of PMO.
More information on the APM PMO SIG - https://www.apm.org.uk/group/apm-pmo-specific-interest-group
The document discusses the value of implementing a Business Management Office (BMO) to help government agencies address challenges related to transparency, accountability, risk management, and other mandates. A BMO can provide processes, tools, and expertise to coordinate cross-agency initiatives and help achieve strategic goals. Grant Thornton developed a BMO Workbench to guide planning, management, and oversight of organizational initiatives. The document outlines Grant Thornton's approach to establishing a customized BMO for an agency and provides examples of their successful BMO engagements with the USPTO, OPM, DHS, and other organizations.
This document provides 21 project management best practices for both new and experienced project managers. It discusses practices for laying the foundation of a project such as defining success criteria and negotiating achievable commitments. It also covers planning the project through tasks like writing a detailed plan and decomposing large tasks. Additional sections provide guidance on estimating the work, tracking progress, and learning from experience on future projects. The overall message is that applying some basic project management fundamentals and learning from both successes and failures can help projects be completed with less pain.
Introduction to project, program & portfolio managementray_davis
This document provides an introduction and overview of project, program, and portfolio management. It defines key terms like project, operations, and project management. It explains the differences between operations and projects. It also outlines the five process groups of project management: initiation, planning, execution, monitoring and control, and closing. Finally, it discusses the roles of project, program, and portfolio management at a high level.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
The document discusses how a large European retail bank successfully implemented an organization-wide transformation by focusing their change efforts first on branch managers. The bank identified branch managers as pivotal to the change because they had direct impact on daily branch activities and customer outcomes. The bank tailored their change program, including training and support, specifically to the needs of branch managers. Once branch managers were able to change, the bank then focused on helping other roles change as well. This focused approach led to improved customer satisfaction, sales, and operational metrics within 18 months. The key lesson is that organizations seeking large-scale change should start by focusing on changing the roles that are most pivotal to the desired outcomes.
Nour Eldin Gadalla Adam Maryoud has obtained several certificates and degrees over his career and education. These include an International Certificate in Supply Chain Management from the International Trade Centre in 2014, a Bachelor's Degree in Accounting from Al-Neelain University in Sudan in 2007, and training certificates in areas such as project management, peacebuilding, logistics, and relief services management.
East Coast Greenway Alliance is sponsoring 4 bike rides this year, including one new one to City Island! All are welcome to join the ECGA and ride for free thereafter for the full year!
A study found that most companies inadequately manage the process of developing presentations, diverting employees' time from core responsibilities. Only 3% of reviewed companies had dedicated design teams, while 95% left formatting to employees. Over a third of employees spent up to 10% of their time on formatting rather than main jobs. Common solutions are dedicated design teams, outsourcing, or automation software, but each has drawbacks. The inefficient processes increase presentation costs and reduce company performance.
This document discusses factors that affect the performance of new product development teams, including team size, composition, structure, administration, and leadership. It describes four types of team structures - functional, lightweight, heavyweight, and autonomous - and explains how they differ in terms of cross-functional coordination, commitment to the project, and appropriateness for different types of projects. Effective team leadership and establishing clear goals and responsibilities through a project charter are also highlighted as important for team performance.
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
Change Management for ERP implementations - 101Luc Galoppin
Learning
Stream
Communica6ons
Stream
Performance
Stream
1. The document discusses organizational change and ERP projects, covering topics like managing resistance to change, predicting resistance, and approaches to change management.
2. It describes four "workstreams" for managing organizational change: communication, learning, organization, and performance. The communication stream involves managing expectations, the learning stream upgrades skills/knowledge, the organization stream defines new roles/responsibilities, and the performance stream translates strategies into new ways of working.
3. Models and approaches to change management are presented, including the change cycle, ingredients for successful change, common illusions about
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The Virtual PMOTM provides a concise template to introduce project management best practices and demonstrate immediate value. The template condenses key processes from the PMBOK Guide into a simple format that includes plans for communication, quality management, resources, scheduling and risk. It is designed for organizations at lower levels of project management maturity to help generate an "aha moment" about potential efficiencies. The template can also serve as a training tool while offering structure and accountability similar to a formal PMO. It is customizable depending on an organization's needs while focusing on initiation, planning and closing process groups for quick impact.
[Whitepaper] The 8 Most Critical Levers to Managing and Sustaining ChangeFlevy.com Best Practices
More information: https://flevy.com/browse/flevypro/8-levers-to-change-management-3847
Change Management necessitates engaging and rallying people at all levels in the organization transition to a desired future. It is critical to ensure that the entire workforce is eager and ready to embrace the required new behaviors. More often than not, the technical side of a Change initiative is well planned, but it's the implementation part that fails—particularly, changing the mindsets and behaviors of the entire workforce to enable Change to stick.
Change Management needs to focus on the "people side" of Transformation, by assisting people to incorporate new mindsets, processes, policies, practices, and behaviors. This deck highlights the 8 levers that are critical to make the workforce accept and support Change:
1. Defining the Change
2. Creating a Shared Need
3. Developing a Shared Vision
4. Leading the Change
5. Engaging and Mobilizing Stakeholders
6. Creating Accountability
7. Aligning Systems and Structures
8. Sustaining the Change
The slide deck also includes some slide templates for you to use in your own business presentations.
Project management helps achieve efficiencies, gain reputation, and increase revenue by delivering value to the business through higher success on project goals and objectives, which improves morale in the team and leads to wider stakeholder satisfaction.
Webinar by Eileen Roden and Simon George of the APM PMO SIG
Do you know the competences required to be successful in your current and future PMO roles?
The new APM Competence Framework helps organisations and individuals to develop career paths and development plans for those working within projects, programmes and portfolios.
The recently revised and updated framework now contains role profiles for four key PMO roles. This webinar introduces you to some elements of these role profiles and look at how, as part of the APM Competence Framework, they can help you and your organisation in various types of PMO.
More information on the APM PMO SIG - https://www.apm.org.uk/group/apm-pmo-specific-interest-group
The document discusses the value of implementing a Business Management Office (BMO) to help government agencies address challenges related to transparency, accountability, risk management, and other mandates. A BMO can provide processes, tools, and expertise to coordinate cross-agency initiatives and help achieve strategic goals. Grant Thornton developed a BMO Workbench to guide planning, management, and oversight of organizational initiatives. The document outlines Grant Thornton's approach to establishing a customized BMO for an agency and provides examples of their successful BMO engagements with the USPTO, OPM, DHS, and other organizations.
This document provides 21 project management best practices for both new and experienced project managers. It discusses practices for laying the foundation of a project such as defining success criteria and negotiating achievable commitments. It also covers planning the project through tasks like writing a detailed plan and decomposing large tasks. Additional sections provide guidance on estimating the work, tracking progress, and learning from experience on future projects. The overall message is that applying some basic project management fundamentals and learning from both successes and failures can help projects be completed with less pain.
Introduction to project, program & portfolio managementray_davis
This document provides an introduction and overview of project, program, and portfolio management. It defines key terms like project, operations, and project management. It explains the differences between operations and projects. It also outlines the five process groups of project management: initiation, planning, execution, monitoring and control, and closing. Finally, it discusses the roles of project, program, and portfolio management at a high level.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
The document discusses how a large European retail bank successfully implemented an organization-wide transformation by focusing their change efforts first on branch managers. The bank identified branch managers as pivotal to the change because they had direct impact on daily branch activities and customer outcomes. The bank tailored their change program, including training and support, specifically to the needs of branch managers. Once branch managers were able to change, the bank then focused on helping other roles change as well. This focused approach led to improved customer satisfaction, sales, and operational metrics within 18 months. The key lesson is that organizations seeking large-scale change should start by focusing on changing the roles that are most pivotal to the desired outcomes.
Nour Eldin Gadalla Adam Maryoud has obtained several certificates and degrees over his career and education. These include an International Certificate in Supply Chain Management from the International Trade Centre in 2014, a Bachelor's Degree in Accounting from Al-Neelain University in Sudan in 2007, and training certificates in areas such as project management, peacebuilding, logistics, and relief services management.
East Coast Greenway Alliance is sponsoring 4 bike rides this year, including one new one to City Island! All are welcome to join the ECGA and ride for free thereafter for the full year!
Este documento describe el procedimiento para calcular una conexión soldada por arco metálico protegido (SMAW) según la norma AISC-360. Explica los materiales y clasificaciones involucrados, como el electrodo y la clasificación AWS. Luego detalla los pasos para calcular el tamaño mínimo del filete de soldadura, la longitud efectiva requerida y aplica estos conceptos al cálculo de una unión específica entre una viga y una columna.
Audi was founded in 1909 by August Horch and gets its name from the Latin word for "listen", which is synonymous with the founder's last name of Horch. Volkswagen acquired Audi in the mid-1960s and has since worked to reposition Audi's brand image from one focused on sportiness to emphasizing a premium luxury experience through marketing campaigns such as a famous commercial showing an Audi driving up a ski jump and sponsoring motorsports and soccer teams. These branding efforts have helped grow Audi's sales significantly from 2000 to 2013.
This document outlines intake protocols for animals at a shelter. It describes the process for stray animals, owner surrenders, and animal arrivals. It details assigning intake numbers, housing animals, and completing documentation like intake forms, log sheets, and cage cards. Intake exams are also covered, including physical exams, vaccination protocols, and parasite prevention measures.
Los alumnos de 4o grado realizan un experimento para cristalizar sulfato de cobre bajo la supervisión de un profesor de ciencias. El experimento involucra pesar sulfato de cobre, disolverlo en agua calentada para crear una solución, filtrar la solución para remover impurezas, y dejarla reposar durante dos semanas para que cristalice. El objetivo es aprender el proceso de cristalización de un mineral a través de esta demostración práctica.
The Northwest Ordinance of 1787 established the Northwest Territory and created a process for territories to become states. It divided the Northwest Territory into sections and townships for sale and settlement. It guaranteed certain rights like freedom of religion and banned slavery. As populations grew in territories like Ohio, Indiana and Illinois, they became states. The Ordinance had long-term effects like expanding the country westward and establishing precedents for rights that later became part of the US Constitution.
O documento caracteriza os casos de varicela em pacientes internados em um hospital universitário no Recife entre 2004-2005. A maioria dos pacientes eram do sexo masculino e menores de 5 anos. As infecções bacterianas secundárias da pele, principalmente a celulite, foram as complicações mais comuns. Uma pequena porcentagem dos pacientes evoluiu a óbito.
El documento habla sobre el lenguaje del cine. Explica que el cine comenzó como un lenguaje de imágenes mudas para la enseñanza y que su funcionamiento se basa en la propiedad de la retina humana de estimularse por estímulos que generan señales nerviosas. También menciona que las cámaras filmadoras son cámaras fotográficas diseñadas para tomar fotografías.
Este documento proporciona información sobre la administración de sistemas Unix. Explica los procesos de encendido y apagado del sistema, incluyendo el uso de la orden shutdown para apagar de manera segura. También describe brevemente los diferentes estados init que puede adoptar el sistema y los pasos involucrados en el proceso de arranque.
Este documento contiene frases y respuestas comunes para pedir y dar indicaciones sobre la ubicación de lugares como el metro, la estación de trenes, la farmacia, la comisaría y paradas de autobús. Incluye preguntas como "¿Dónde está...?" y respuestas como "Está por aquí", "Gira a la izquierda" o "Sigue todo recto".
This document discusses the benefits of establishing a Project Management Office (PMO) to increase efficiency, savings, and strategic alignment within an organization. It outlines key roles for a PMO, including an executive sponsor, PMO leader, program managers, project managers, and administrators. Establishing clear communication of project status and metrics is important for a PMO's success. A PMO can help organizations convert their strategic visions into actionable project plans and prioritize projects that further their strategic goals.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
This document discusses 3 critical steps for organizations to take when developing a Project Management Office (PMO):
1. Teach project management principles, methods, and practices to all professionals to merge "the business" with "the project."
2. Build a project management structure and enable connections to integrate the organization. This includes using tools like a project portfolio to identify overlaps and gaps.
3. Be introspective by asking questions about the current state like execution practices, accountability, team formation, and project management maturity. Understanding these areas is important for positioning the organization for a PMO.
The document emphasizes that a PMO alone does not define project management - the organization's culture and practices must support it
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Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
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Running head OVERCOMING CHALLENGES OF IMPLEMENTING PMO2OVERC.docxglendar3
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Running head OVERCOMING CHALLENGES OF IMPLEMENTING PMO2OVERC.docxtodd581
Running head: OVERCOMING CHALLENGES OF IMPLEMENTING PMO2
OVERCOMING CHALLENGES OF IMPLEMENTING PMO2
OVERCOMING PMO PROPBLEMS FACED IN PROJECT MANAGEMENT
Srinivasa Yadlapalli
Harrisburg University
GRAD 695 PGMT
Overcoming Challenges of Implementing PMOAbstract
Project Management Office (PMO)is a common phenomenon in many organizations. Many of these firms are confronted with the challenge to manage multiple competing projects successfully which is possible through the incorporation of PMO. In this regard, firms are ratcheting up their governance structure and corporate culture by implementing PMO. However, many existing anecdotal pieces of evidence indicates that PMO enforcement is quite an uphill task. This research highlights the main challenges involved in implementing PMO and the possible ways that can be applied by organizations to overcome the difficulties. The research addresses issues such as: Why do organizations implement PMO? What are the challenges of implementing PMO? What measures are put in place to deal with the challenges involved? The project, basically, analyzes the existing literature on PMO and how to overcome challenges associated with it. It also helps in ranking the challenges in order of importance. Thirdly, the literature is critical in discovering how various top-level organizations have overcome the major challenges of PMO. Some of the major PMO challenges highlighted in the research include; (1) lack of experienced personnel to manage the PMO software, (2) Poor PMO leadership, (3) inappropriate change management strategy, (4) rigid corporate culture due to the organization’s resistance to change. The research also addresses various mitigation measures that can be undertaken to overcome the challenges associated with PMO. The actions include, among others, hiring experienced project managers and personnel to help in the proper implementation of the PMO. Besides, the organization needs a flexible change management strategy that is in tandem with the implementation processes. Other measures include efficient utilization and allocation of resources, standardizing process before the PMO implementation stage, hiring the most talented project managers to manage the implementation team, having strong PMO champion and opinion leaders who can demonstrate the value of PMO. Lastly, the research acknowledges the difficulty in implementing PMO tools and calls for proper project management and planning culture to mitigate the challenges.Key Words:
project manager, Project Management, Implementing PMO, Project Management Office (PMO)
Table of Contents
Contents
Abstract2
Key Words:3
Introduction5
Problem Statement and Justification7
Problem Statement7
Research questions7
Justification8
Hypothesis10
Literature Review10
Definition and History of PMO10
The Changing Roles of PMO13
Challenges of implementing PMO15
Conclusion17
Proposed
Solution
Approaches to the Challenges17
Conclusion and Summary2.
The document discusses the value of establishing a Project Management Office (PMO) to implement common project management processes across an organization. It notes that a PMO can be responsible for acquiring and deploying a common methodology, as well as providing training, auditing projects, and reporting on project status. A PMO adds value by helping complete projects on time and on budget through standardized processes and practices. However, the value of a PMO depends on factors like the size of an organization and number of projects. For larger organizations with many projects, a PMO provides significant benefits, while smaller organizations with few projects may not need one.
Benchmarking of Project Management Office EstablishmentExtr.docxjasoninnes20
Benchmarking of Project Management Office Establishment:
Extracting Best Practices
Bjørn Andersen1; Bjørnar Henriksen2; and Wenche Aarseth3
Abstract: This paper deals with best practices in establishing, developing, and implementing project management offices �PMOs�. First,
a brief overview of the theoretical background for PMOs is presented. The research approach is described, along with an overview of the
benchmarking partners used. In the main part of this paper, various aspects of a PMO’s life cycle are discussed based on observations from
the benchmarking partners. Through the benchmarking study, we have discovered that although the PMO design differs greatly, certain
key characteristics, responsibilities, and tasks are very similar. Successful PMOs take on responsibility for different project-related
functions and core tasks related to development of shared methodology and processes for handling of projects, training and competence
development within project management, proposing of new projects, and quality assurance of projects. The success of the PMO is related
to ensuring the necessary authority of the PMO, real organizational authority as well as academic and social credibility, top management
support, and that the PMO covers true needs in the organization.
DOI: 10.1061/�ASCE�0742-597X�2007�23:2�97�
CE Database subject headings: Project management; Bench marks; Best management practice; Change management; Life cycles.
Introduction
Many organizations, especially above a certain size and with an
extensive degree of project work, have taken the step to establish
centralized project management offices �PMOs� to take on
responsibility for project-related functions and coordinate project-
related activities. There are large variations in terms of organiza-
tional location of such PMOs and the responsibilities/tasks they
hold.
This gap in perceptions of PMOs and their impact led several
companies we continuously work with to ask the question “what
seems to be best practice in this area?” These companies were all
in the process of establishing a PMO or redefining/formalizing
existing project support functions in a PMO, and thus saw the
need for some kind of roadmap for designing and implementing a
project management office. As a result, a comparative bench-
marking study was undertaken, using a sample of companies who
had accumulated experiences in this field as data sources. The
purpose was to identify any common factors, positive and nega-
tive, that seemed to dictate the success rate of a PMO.
Theoretical Background
Historical Background and Development
Project offices have for quite some time been used as a means for
administrating large projects, based on the need for an overall,
coherent approach. Project offices were established to coordinate
portfolios of projects, and these offices facilitated experience
transfer and benchmarking among the projects. In addition, such
project offices often functioned as a “project monitor ...
One in six projects is a ‘black swan’, or a project that if it goes badly it could threaten corporate financial stability. Now more than ever, companies must critically examine their project portfolio management processes for optimizing success. This strategy brief discusses how WGroup has helped numerous clients design, build, and manage the discipline of project portoflio management. Also shares the common pitfalls WGroup has seen in their experience.
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
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